CORPORATE COMMUNICATIONS & CULTURE
Corporate communications is no longer a simple newsletter, speech writer, or branding exploit 'from the desk of The CEO.' It is about generating radically new stakeholder experiences driving more demand for our clients’ existing offerings. We will analyze and then restructure a client’s mix of channels to have a more prominent position to:
- Drive digital offerings
- Reach more consumers
- Serve new market segments
Question: How do we design change transformation in organizational culture
with a collaborative, strategic framework for dynamic business functions?
with a collaborative, strategic framework for dynamic business functions?
If you agree that language is the basis for mental development and perception of the world, then the structure of the English language (beginning with subject-then verb-and ending with object) is in direct contradiction with the theory that reality might be a closed-loop system. 'The closed-loop system is how the flow of interrelationships exists,' as originally described in 1990 by systems thinker Peter Senge so eloquently in The Fifth Discipline. Dr. Senge explored the idea of the learning organization as a dynamic system and in a constant state of continuous adaptation and improvement; a closed-loop system. The challenge remains how to put forth a dynamic system in accord with what may be built into a completely different set of rules. We think it has everything to do with leadership.
"A shared vision is not an idea. It is not even an important idea such as freedom.
It is, rather, a force in people’s hearts, a force of impressive power.
It may be inspired by an idea, but once it goes further -- if it is compelling enough to acquire the support of more than one person --
then it is no longer an abstraction. It is palpable.
People begin to see it as if it exists."
Peter M. Senge
Thought Leader
It is, rather, a force in people’s hearts, a force of impressive power.
It may be inspired by an idea, but once it goes further -- if it is compelling enough to acquire the support of more than one person --
then it is no longer an abstraction. It is palpable.
People begin to see it as if it exists."
Peter M. Senge
Thought Leader
Solutions
As this newly formed project management office responsible for change management programs including employee (stakeholders) buy-in for the enterprise's digital transformation to a new system designed for 7000 employees/12 sites, ran and operated a fully executed selection campaign tied back to user training for user experience initiative for adoption and adaption advocacy.
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With engineering management, redesigned (and support) upgraded software systems for interoperability data exchange. Successes were met but not everyone was an advocate. Sound familiar?
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Countless times, organizations have believed they are ahead of the curve but find themselves ‘data rich and information poor.’ The phrase was introduced over 35 years ago and never before now has it been more meaningful. To launch a new division takes initiative to identify "whitespace" opportunities and digging deep to identify the potential challenges and risk mitigation maneuvers.
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Through analysis of shared resources and customer experiences, mapping supply chain resources and customer procurement, achieved divisional integration of 7 major business units under one holding company to deliver a system and unique process to its multi-conglomerate clients, globally. Generated new solution called Speedline and contracted multi-year agreements globally with client who are global manufacturers. The solution became an industry process, and then formed into a separate corporation which later sold to a larger conglomerate.
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CASE STUDIES
Examples of how we help our clients navigate complex business issues and achieve high performance.
